724 karma · joined October 16, 2013
The important thing to understand here is that JP Morgan thinks about blockchain technology completely differently than libertarian futurists. Blockchain is not a movement for them - it's a technology that reduces friction for things they are already doing.
The pitfall to avoid is investing large amounts of time, energy, and money building products in a vacuum based on assumptions about what people want and will pay for. I've heard this referred to as committing "assume-icide."
Thanks for this comment. I think you articulated the thought process that this post aims to speak to beautifully. Builders do want to build, and finding an audience first and doing the type of tedious customer development work described in this post IS an impediment to building, which is precisely the point I wanted to make.
Assuming that the goal of building a product is to ultimately generate revenue, having a temporary impediment between conceptualizing a product idea and building the product is a good thing. This impediment allows for the builder to pause and objectively scrutinize his own idea, using feedback from potential customers as data about the extent to which the product hypothesis is correct.
You're right that stagnation is the worst outcome. And the inverse of stagnation is momentum, which will exist to the extent that people want what we're making for them, something that can be determined in advance of building simply by talking to potential users and customers.
I'll also add here that the process mentioned in this post in no way inhibits the type of creative and inspired thinking that developers use to envision game-changing products. It's quite the opposite - rigorous and merciless scrutiny of our own ideas is the distillation process that allows us to refine our ideas into their essence, then confidently build things with conviction, and be right.
Thanks for the honest feedback. You are definitely correct that there are many successful projects and businesses that did not start with a clear sense that people would use or buy their products. But there are a disproportionately large number of projects and businesses that have failed, precisely because they did not have a clear sense that people wanted what they were making and would pay for it.
Also, this post isn't saying that builders shouldn't begin with a strong, fundamental conviction about how things should be dramatically different. I, as the author, would actually argue the exact opposite. The point I'm making is that once we have our convictions, we should test and measure the extent to which those convictions are correct before investing large amounts of time, money, and energy into productizing them.
Lastly, the point about asking questions and then listening to customer feedback would only result in building minimally better products if the product hypothesis we start with is itself unimaginative. But that hypothesis can be literally anything. Customer feedback simply teaches us if market demand lines up with our assumptions about market demand.
Great point, though! This is an important topic to consider with marketing and sales strategy development. Thanks for the comment.
Good questions!
I would definitely suggest being straightforward and honest with the potential customers you're talking to. And ideally, it would be better to have a MVP you can demo than nothing, but the main point here is that talking to potential customers before building anything is a better strategy than building a product and then talking to customers.
If you talk to a bunch of potential customers about a product idea and discover that there is demand for the product, then building a MVP that you can demo would be a logical next step. And if the MVP is something you can build quickly, then it probably makes sense to do this sooner than later.
The trap to avoid here is building products in a vacuum, based on assumptions about what people want and will pay for. Doing the customer development (pre-sales) work to prove, or disprove, customer demand for a product before building the product is wise.
"Suicides would also decrease, as the most of them are result of depression, which is mostly caused by anxiety about survival."
PipelineDB also offers a clustering extension for large workloads (see: http://enterprise.pipelinedb.com/docs/)
But in terms of ad hoc, exploratory analytics workloads, yes - the scaling limitations would be the same, since for ad hoc, exploratory analytics PipelineDB and PostgreSQL are the same. But with that said, the processed, aggregated data that gets stored is generally much smaller than large volumes of granular data, so there is much less data to comb through with PipelineDB.
https://www.pipelinedb.com/blog/pipelinedb-0-9-8-postgresql-...
We apologize for not communicating better about the Stride timeline and will do a better job of that moving forward.
Feel free to email me at jeff (at) pipelinedb (dot) com with specific questions or to discuss this further.
Thanks again for your patience and understanding here.
PipelineDB excels at workloads where you know the queries you want to run ahead of time, where your workload fits within the confines of SQL, and where there is a high degree of distillation (aggregations, sliding windows, etc.). We have large customers including Charter Cable / Time Warner Cable, MediaMath, SmartNews, MOAT Analytics, Cradlepoint Networks, Paddy Power Betfair, and others using the system at scale and we offer a clustered edition of PipelineDB under a commercial license, but PipelineDB's single server edition is open-source.
We have a live chat room here for technical questions:
We're on a mission to build a new type of database for a modern world in which information is constantly moving, and moving fast. PipelineDB runs SQL queries continuously on large volumes of streaming data, giving companies the capability to easily develop scalable, realtime applications and services using only a familiar SQL interface. No application code is required. This inherently involves solving a lot of big problems, many of which are novel. We’re looking for creative engineers who appreciate the value and freedom of choosing their own projects, approaches, and working with other top talent in a low distraction, streamlined work environment. Our small team has backgrounds from Berkeley, MIT, Facebook, Locu and AdRoll, and we're all doing exactly what we want to be doing: building a groundbreaking new product out of thin air. As an early stage engineer you'll ultimately own a very large part of the product. Which part of the product you take charge of depends on where your interests are, but there are several different potential areas of focus. You'll be entrusted to make sound architectural decisions as well as implement your vision effectively. We are well funded by top investors including SV Angel, Susa Ventures, Data Collective, Paul Buchheit, and more. If you’ve been waiting for an opportunity like this, please send your resume and a quick blurb about yourself to jobs@pipelinedb.com.
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You can do anything with PipelineDB that you can do with PostgreSQL 9.4, but with the addition of continuous SQL queries, sliding windows, probabilistic data structures, uniques counting, and stream-table JOINs (what you're looking for here, I believe.)
The main tradeoff with PipelineDB and other stream processing frameworks like Riemann, Storm, Spark Streaming, Samza, and others is mainly flexibility for simplicity. Not all streaming computation lends itself to SQL, but in scenarios where it does continuous SQL queries and a relational database can be simpler. But as with all data processing endeavors, you have to find the right tool for the job.